1. CUSTOMER NAME ACCOUNT PLAN YOUR NAME - DATE
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2. SUMMARY Revisions: Date Owner Other Contributors Summary of Revisions
Next planed revision:
Date
Owner
Other Contributors
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3. DELETE ONCE UNDERSTOOD
CONTENTS
SUMMARY
Summary of key points and considerations
Reason for completing account plan
Quick facts
CUSTOMER
Brief description of the customer’s business and mission statement
The customer’s organisational structure
The customer’s recent performance and forecast
Your customer’s goals
The nature of the potential/current/recent projects with this customer
DRIVERS & PROPOSITION
EXPECTATION MANAGEMENT
DECISION MAKING
DELIVERY
ACTION PLAN & REQUIRED RESOURCES
HELP BOXES
Captions in red text boxes (such as this) may provide additional guidance.
DELETE ONCE UNDERSTOOD
© BMC Performance Ltd. 2018

4. SUMMARY Summary of key points and considerations [TEXT]
A summary of key points from the detail of this document. Complete this section last.
What are the short and long term strategies?
Remember: this is an internal document only and should be a full and candid assessment.
Create additional pages as required.
Summary of key points and considerations
[TEXT]
Reason for completing account plan
Who do you expect/want to read it?
What do you need others within your business to understand about this customer?
What support do you need from the rest of the business to grow/retain this customer?
© BMC Performance Ltd. 2018

5. QUICK FACTS Current opportunity bank Secured £0 Forecast Pipeline
Prospect
Annual budget/target?
Prior year actual
Is this customer in your top 10?
Y/N
Target
Key
Maintained
Managed
Relationship
Potential
← From the start of the current financial year and all future
↑ Move marker then delete this box. Refer to module 04
← Use your own target if no formal target has been set
← According to the definition in module 06
© BMC Performance Ltd. 2018

6. CUSTOMER
Brief description of the customer’s business and mission statement
[TEXT]
The customer’s organisational structure
The customer’s recent performance and forecast
Your customer’s goals
The nature of the potential/current/recent projects with this customer
The customer’s website will normally give you this
To give your readers an understanding of which divisions/regions/etc. of the customer’s business you are creating an account plan for. You should also note any key relationships here.
You don’t need to perform in-depth analysis of their accounts, but an understanding of whether business is good or not for your customer. Their financial position might have a significant impact on the way in which you deal with this customer
As opposed to their mission statement, what are their immediate strategic objectives? A good clue is normally to see how they are positioning themselves versus their competitors + any new products or services they are developing/offering
Have you delivered on time/budget, are there any difficult relationships, is there a healthy level of goodwill, do you have any particularly strong relationships you can leverage or are overly-reliant upon to win further business?
How do the current opportunities you are working on with this customer compare to historic won and lost opportunities?
© BMC Performance Ltd. 2018

7. PURCHASE TYPE What are the implications of this? [Text] Forced Concept
Discretionary
↑ [Drag pointer then delete this text]
What are the implications of this?
[Text]
Refer to module 9 and assume that the person reading this document has not read the module.
Describe what is meant by either forced, discretionary or concept purchase in the context of this individual customer.
© BMC Performance Ltd. 2018

8. EXTERNAL AND INTERNAL DRIVERS
AND ALIGNING OUR PROPOSITION
External
Internal
Legislation, Market conditions, Public opinion, Competition, Technology, Economy
Finance (company), Finance (department), Customers, Strategy, Staff, Suppliers
What are their dominant drivers?
See module 08. Comment on the relevant factors only
Competency (skills & suitability)
Offer (relevance & tangible benefit)
Price (value & terms)
Competency (skills & suitability)
Offer (relevance & tangible benefit)
Price (value & terms)
How can you build your proposition around these?
See module 09. Comment on the relevant factors only
© BMC Performance Ltd. 2018

9. PERSONAL DRIVERS Name Personal Drivers
How this influences our proposition
See module 08
© BMC Performance Ltd. 2018

10. PROPOSITION Competency – Our credentials
WHAT WE REPRESENT TO THE CUSTOMER
Competency – Our credentials
[Skills]
[Suitability]
Offer – How our offer benefits the customer
[Relevance]
[Tangible benefit]
Price
[Value]
[Terms]
See module 09. Briefly comment on the dominant factors in the [boxes]
© BMC Performance Ltd. 2018

11. DRIVERS & PROPOSITION (SUMMARY)
Consideration
Response
What are your customer’s most important external and internal drivers?
Why does this mean they would they want to do business with you?
Are there any barriers? What is your strategy to manage these?
Why is your proposition valuable to this customer?
Which elements of your proposition will you tailor to be more appealing to this customer?
How will you communicate your tailored proposition and how will you ensure that it is effectively communicated within your customer’s organisation?
See modules 08 & 09
© BMC Performance Ltd. 2018

12. CUSTOMER EXPECTATIONS
[Text]
Results
Experience
Interaction
See module 10
Required actions to manage and align expectations to capability:
[TEXT]
© BMC Performance Ltd. 2018

13. BUYING PROCESS Process Element Consideration Response See module 11
Need Recognition
Why does the customer need to consider your products or services?
Information Search
What sources might customer use to gather information about your company?
Evaluation of Alternatives
What are the key measurables being assessed?
What are the risks to the customer of your solution and how will you address these?
Decision Making
Who will be present at the time when a buying decision is made?
Purchase Evaluation
Who will notice the benefit of your product or service?
Who will provide feedback to the Decision Maker?
See module 11
© BMC Performance Ltd. 2018

14. Evaluation of alternatives
RELATIONSHIP MAPPING & ROLES
Stakeholder
Role
Need recognition
Information search
Evaluation of alternatives
Purchase decision
Purchase evaluation
Example
Supporter X
See module 11
© BMC Performance Ltd. 2018

15. Only complete this page if it adds value, else delete
ORGANISATIONAL STRUCTURE
Supporter
Decision Maker
Influencer
Gatekeeper
User
Neutral
Detractor
Key Relationship
Target Relationship
A Jones
Managing Director
Decision Maker
B Smith
Head of Operations
Detractor
E Graham
Operations Manager
Supporter
C Davis
CFO
Gatekeeper
F Munro
Finance Manager
Influencer
G Gordon
HR Manager
H Henry
Procurement Manager
D McDonald
Sales Director
Neutral
I Nixon
UK Sales Manager
User
J Jackson
Salesperson
K Lambourne
Only complete this page if it adds value, else delete
© BMC Performance Ltd. 2018

16. DELIVERY Consideration Response
How will you provide your customer with visibility of your delivery schedules?
Who else in your organisation will need to communicate to your customer? How/When?
Is there a strategic case for over-delivery with this customer in the short term? How do you prevent this from being viewed negatively later on?
How do you plan to gather customer feedback and use this to improve expectation management and delivery?
Other than you, who needs to correspond with your customer following sale confirmation. When and how should this happen?
© BMC Performance Ltd. 2018

17. ACTION PLAN KEY ACTIONS & INITIATIVES Action/Initiative
Owner/People involved
What resources are required?
How/when will success be measured?
© BMC Performance Ltd. 2018